Gj associates brochure

GANGADHAR JOSHI & ASSOCIATES
Consulting | Training | Education

Malhar 66 Date Nagar, Gangapur Road
Gangapur Road, Nasik 422 013, India
O: +91 253 234 0224
M: +91 94239 69060
E_mail: gangadhar_joshi@hotmail.com

Gangadhar Joshi & Associates Malhar 66 Date Nagar,
Consulting | Training | Education O: +91 253 234 0224; M: +91 94239 69060

Table of Contents

Section I: Introduction ........................................................................................................................... 3

Section 2: Why Gangadhar Joshi & Associates ..................................................................................... 4

Section 3: Client Contributions & Experiences ..................................................................................... 6

Section 4: List of Consultancy Clients and Assignments .................................................................... 10

Section 5: Brief resumes of core consulting team ............................................................................... 12

GANGADHAR JOSHI................................................................................................................. 12

KAILAS JOSHI............................................................................................................................ 14

2


Section I: Introduction
Gangadhar Joshi & Associates is a multi-disciplinary Management Consulting, Training and
Education organization. Originally established by Gangadhar Joshi as Integrated management Services
(IMS) in 1983, Gangadhar Joshi & Associates has a long history of delivering value to national &
international clients in private as well as public sectors. We have been involved in advising governments
and industries at a strategic level, developing/implementing change management programmes,
institutional strengthening, business re-engineering, cost reduction, manpower planning, management
development and performance management; and developing workshops for the same. Our international
experience includes a variety of industries such as steel, chemical, agro-industrial, plastics, electrical,
electronics, automobile, machine tools, consumer durable, packaging equipment, textile and glass. Our
current focus is in helping clients in “Becoming a LeanSMART Company” in order to compete in this
aggressive global market.

Our clients, both local as well as international, have derived tremendous value from our consulting
services because we deliver
• Strategic Business driven solutions
• World Class proven methodologies
• Highly Structured and Tailored approach
• On-Going local support and hand holding
• Internalization & Implementation capability
• International Experience

Key Areas of expertise
• Strategic Business Planning
• Productivity & Quality Management
• Executive Performance Management
• Business Process Re-Engineering
• Lean Manufacturing
• Management and organizational Development/Change Management

3


Section 2: Why Gangadhar Joshi & Associates
Our knowledge & Experiences
• Long and proven International management consulting experience with full understanding of
consulting process including Client Management and Engagement Project Management
• Knowledge of diverse business processes helps bench marking and implementing the best
practices.
• Full understanding and expertise of the critical areas of performance management and
improvement of productivity, Quality and cost reduction in both, strategic and operational
management perspective.
• Knowledge of sophisticated manufacturing support systems such as Supply Chain
Management, BPR, Lean Manufacturing, Six-Sigma and Activity Based Costing.
• Multi-dimensional versatility in managing complex issues of technology, processes and
people.
• Own tried, tested and proven Performance Management Methodology, a self-sustaining
process of achieving individual and organizational excellence.

Value delivered to International Clients
• Improved packaging line productivity by 58% with 12% less manpower for a bleach
manufacturing unit in Trinidad, WI
• Increased the warehouse capacity utilization by 43% in a large Cable manufacturing unit in
India saving need for investment
• Achieved 94% improvement in on time deliveries and 30% reduction in cycle time for a steel
tube plant in India.
• Implemented target based performance management systems in diverse industries in India &
overseas
• Reduced manning requirement from 219 to 95 (56%) of Sheet Glass industry in India, with
nearly ZERO investment. Reduced number of drill sizes from 64 to 19 through Value
Engineering in a reputed electric handtools mfg. company in India.
• Reduced the transformer radiator assembly & welding time by 55% at a transformer mfg.
company in India.
• Developed lean based layout for garment manufacturing operations for a large textile
complex in Bangladesh
• Reduced manning by 20% through manpower utilization studies in a Steel Plant in Trinidad
WI and reduced cost per ton of steel produced from $270.00 to $220.00
• Improved Space Utilization by 50% of a batch type heat treatment plant by redesigning the
layout.

4


Our Approach

• Is facilitation based
• Is tailored to specific needs of the client; not off-the shelf packaged solutions
• Is flexible; provides client full control of the assignment and derive value from the
assignment.
• Is hands on and simple; all concerned understand and therefore willingly participate in the
exercise.
• Allows transfer of skills and methodologies to client; the improvements become sustainable
• Provides the client on-going opportunity to evaluate the progress and cost-effectiveness of
the assignment

5


Section 3: Client Contributions & Experiences

Strategic Change Management

• Lead the Change Management Team to reengineer manufacturing operations of an Integrated
Textile Complex in Dhaka, Bangladesh to transform the same into an entity of profitability
and growth. He established the performance indicators and initiated various productivity
improvement studies in the manufacturing operations. Other major initiatives being lead by
him were development of effective MIS in operations and integration of total supply chain
planning system from cotton to garments.
• Diagnostic Review of the largest agro-industrial company in Trinidad, which assessed its
national socio-economic value and recommended business options to achieve the goal of
financial viability.
• Management audit of the procurement section of the Borough of Chaguanas, Trinidad, with
special reference to productivity and quality aspects.
• Operations Overview of a Television Station in Trinidad on behalf of a commercial bank to
assess its business performance and potential.
• Operations review of a construction products manufacturing company to assess its business
potential from the point of view of forming a joint venture with a major business group in
Trinidad.
• Operations overview of the Tribal Development Corporation (TDC) of the Government of
Maharashtra. This was part of the Total Quality Management implementation in the TDC.
The overview identified various improvement areas of the corporation's services to the tribal
population.

Strategic Business Planning

• Prepared a framework for future expansion of steel industry in Trinidad and Tobago for
presentation to the Hon. Prime Minister and his Cabinet colleagues.
• Participated in a Strategic Planning Workshop and assisted in developing a strategic business
plan for a plastic manufacturing company in Trinidad.
• Operations Overview and development of strategic, corporate and functional objectives for
Electrical Goods manufacturing company in Trinidad.
• Developed a framework of corporate & functional objectives for an Oil Service Company in
Trinidad.
• Project managed a Floppy Diskettes plant in India with investment of US$1.60 million.
• Project managed a semi-automatic connecting rod forging line and technology upgradation of
a Forging Plant in India involving a total investment of US$3.80 million.
• Assisted a leading ISO 9000 certified automobile component manufacturing company in
Nasik in developing its strategic direction and business plan. The company is expected to
improve its revenue four times by 2001.
• Assisted an ISO 9001 engineering company in Nasik, manufacturing process automation
equipment for sugar industry, to define its direction and bring competitive growth through
executive performance and contribution by the year 2000.

6


Strategic Performance Planning and Management

• Assisted a leading automobile component manufacturing industry in Nasik to implement
Executive Performance Management system oriented towards achievement of the company's
strategic and operational objectives
• Assisted a large group with international operations in improving performance of its Rs.
2000.00 Mn Tube Manufacturing operations. The Company achieved an all time record
production in Dec. 1996 and its on-time delivery compliance improved 94%. The new layout
provided a potential of 30% reduction in cycle time.
• Implemented Performance Management System for 130 Top and senior executives of a large
multinational group having 10 distinct Business Divisions. They include Refrigerators, Air-
conditioners, Materials Handling, and Machine Tools etc. in addition to international trading
activities.
• Assisted an ISO 9001 engineering company in Nasik, manufacturing process automation
equipment for sugar industry in development and implementation of Operational
Performance indicators.
• Assisted a leading carbon electrode manufacturing industry in Nasik, which exports 80% of
its products, to establish its Performance Measures and indicators to enhance the contribution
from the company’s executives to improve global competitiveness of the company’s
products. The client is also being helped to reduce the cost and improve quality of its
operations.

Productivity and Quality Management:

• Productivity Improvement of Bleach Filling and Packaging line of a chemical plant in
Trinidad. The output increased by 58% with 30% reduction in manpower cost per unit.
• Improved management systems and procedures in the machine shop of an oil service
company in Trinidad. After implementation of the improved systems, the management of the
company observed significant improvement in cycle times.
• Improved productivity of handling operations for a Sheet Glass manufacturing industry in
India, reducing manpower requirement from 219 to 95 (Reduction of 56%) with nominal
investment.
• Improved raw materials warehouse for a Cable Manufacturing company in India. The space
utilization increased by 43% and saved the company a huge investment, which it had planned
on a new warehouse.
• Developed production standards for a modern machine shop of an auto-ancillary company in
Nasik, India, using PMTS in addition to developing systems for measurement and monitoring
of productivity.
• Developed and implemented a production planning and control system for a hand tool
manufacturing company, in Ratnagiri, a subsidiary of a major Indian business conglomerate
significantly involved in exports the world over.
• Assisted a leading carbon electrode manufacturing industry in Nasik, which exports 80% of
its products, to improve its materials handling systems, which has a cost impact of US$ 1.00
Million per annum.

7


Institutional Strengthening and Reforms

• Worked on the Orissa Power Sector Reforms Project as a member of the
PriceWaterhouseCoopers team. The assignment involved development of model transmission
core skills training center for GRIDCO at Chandaka in Bhubaneswar with funding from
DFID. It included construction of new training building, procurement of training tools and
instruments, development of training modules, training of GRIDCO trainers and supervising
initial training programmes to be delivered by GRIDCO’s team of trainers.
• Lead PricewaterhouseCoopers Utility Pricing Team on an institutional strengthening project
in Madhya Pradesh. The assignment involved strengthening of local self-government bodies
at various levels. The objective was to create an environment of self-reliant and self sustained
financial position. As a leader of the utility pricing team, managed establishing standards of
service delivery, completing cost structure study and developed a structure for cost based user
pricing. In addition to this developed a manual for pricing of Utilities for use by the local
government administrators and designed & conducted a 5-day training course on utility
pricing for them. This was an Asian Development Bank (ADB) financed project.
• Lead PricewaterhouseCoopers Training team on institutional strengthening project in Orissa.
The assignment involved training and development of employees of GRIDCO, the State
power utility. The assignment objective was to strengthen the management's capability to
effectively manage the utility service to ensure profitable operations and consumer
satisfaction. This was the largest ODA project in India. The training was aimed at cultivating
commercial focus within the utility officers with emphasis on improving Customer Service. It
also was expected to bring about cultural and attitudinal change to meet the reform
objectives.

Human Resource: Planning, Training and Development:

• Conceptualized, designed and developed 6-day duration Training Course on "Training of
Trainers" for Bangladesh Power Development Board (BPDB) and Dhaka Electricity Supply
Authority (DESA). The objective of the course was to train a team of senior and middle level
managers of BPDB & DESA in training skills, techniques and methodologies.
• Achieved significant reduction in manning levels for a major steel complex in Trinidad
through Manpower planning and utilization studies.
• Conducted Training Workshops for industries in Trinidad & Tobago in subject areas of
• Methods Analysis and Improvement
• Work Measurement Using MTM Techniques
• Work Measurement Systems
• Value Engineering
• Incentive schemes
• Developed Human Resource Policies and Procedures manual for a major office furniture
manufacturing company with international collaborations in India.
• Conducted a 5-day training course on "Cost Based Pricing of Utility Services" for senior
administrators of various municipal corporations in Madhya Pradesh. (April 1999).
• Provided assistance to a multinational pharmaceutical company, ranked 12 in ORG survey, in
restructuring its marketing division. It involves providing focus and role clarity in the product
management group in addition to an inter-firm benchmarking for product management.

8


• Conducted interviews of over 150 senior and middle management executives of a leading
multinational pharmaceutical and chemical company as a part of the companywide job
evaluation exercise.
• Conducted seminars & training workshops for industrial clients in India in subject areas of
• Train the Trainers
• Strategic Business Planning
• Achieving Managerial Excellence
• Time Management
• Customer Service
• Lean Manufacturing”.

9


Section 4: List of Consultancy Clients and Assignments
A. Small Scale Sector

A.1 Bombay Cranes Private Limited, Bombay Retainer Management Advisor
(1983-89)
A.2 Shakti Autovalves Private Ltd., Retainer Management Advisor
Ghaziabad (1988-84)
A.3 Satvik Electric Controls Private Ltd., Operations Review, Strategic Planning,
Nasik (1996) Performance Management
A.4 Jaysinth Dyechem Industries Ltd., Thane Layout Design for RM & FG warehouse
( 1985-86)
A.5 Vishal Chairs Limited, Bombay (1994- Project Management of a modern Office Furniture
96) Industry
A.6 SSJ Seating Systems, Bombay (2005 Retainer Management Advisor
current)

B. Medium and Large Scale Sector

B.1 Lloyd Steel Industries Ltd, Bombay Productivity Improvement through standards setting
(1983)
B.2 Mahindra Spicer Limited, Nasik (1983) Productivity Improvement through MTM
application
B.3 Mahindra Spicer Limited, Bombay (1984- Productivity Improvement through Process
85) standardization
B.4 Zenith Computers Limited, Bombay Project Management of its Floppy Diskette Project
(1986-87)
B.5 Vallabh Glass Works Limited, Boisar, Productivity Improvement through Manpower
Maharashtra (1986-87) Reduction
B.6 Raymond Woollen Mills (JK Engineers' Production Planning, Shop Management System
Files) Ratnagiri (1986-87)
B.7 GREAVES Ltd., Nasik, Maharashtra Executive Performance Management
(1997)
B.8 XLO India Ltd., Nasik, Maharashtra Operations Overview, Strategic Planning
(1997) Workshop, Executive performance management
B.9 Cable Corporation of India, Productivity Improvement through Layout Design
Bombay(1985-86)
B.10 Carbon Overflow Limited, Nasik (1998, Retainer Advisor on Business Performance
2000) Improvement, Productivity Improvement of
Materials Handling Systems (Current)
B.11 Toshniwal Instruments India Limited, Operations Overview
Nashik (2000)

10


C. Government Sector

C.1 Maharashtra Sahakari Adivasi Vikas Operations Review, TQM Implementation
Mahamandal(TDC) Nashik (1994-95)
C.2 Grid Corporation of Orissa Ltd. (1997-98 Institutional Strengthening project funded by DFID,
& 2000) UK with PriceWaterhouseCoopers as lead
consultant, Development of Training Center for
transmission (Current)
C.3 Government of Madhya Pradesh (1998- Institutional Strengthening of Local Selfgovermnet
99) bodies, Project funded by ADB with Price
Waterhouse as lead consultant
C.4 Bangladesh Power Development Board Conceptualized, designed & developed a 6day
(BPDB) & Dhaka Electicity Supply “Train the Trainers “training program on behalf of
Authority (DESA) (1999) PwC, India

D. Through Associations

D.1 Hindustan Ciba-geigy Limited, Bombay Role/Job Descriptions, Performance Planning
(1995)
D.2 Voltas Ltd, Bombay (1995-96) Role/Job Descriptions, Performance Planning
D.3 Steel Tubes of India Ltd. Dewas, Indore Organization Structure, Role/Job Descriptions,
(1995-97) Performance Planning, Production Planning, Lead
Time Reduction, Manning levels
D.4 Burroughs Wellcome Limited, Bombay Product Management group Organization Structure,
(1995) Job Descriptions, Performance Planning
D.5 American Express Bank, Bombay (for Plant and Machinery valuation
WG Forge and Allied Industries,
Thane/Kudal) (1984)
D.6 Elbee Services Ltd. Mumbai Role/Job Descriptions of senior executives
D.7 BEC FERTILIZERS LTD., BILASPUR & Manpower Planning for the white collar employees
BEC FOODS LTD. BHILAI

E. International (through PriceWaterhouse, Trinidad & Tobago, 1991-93)

E.1 Caroni (1975) Limited Strategic Business and Operations Review
E.2 Trinpet Services Limited Operations Review, Goals/Objectives setting,
Productivity Training
E.3 Agos Manufacturing Company Limited Operations Review, Goals/Objectives setting,
Productivity Training
E.4 QUESNEL SCOTT LIMITED Productivity Improvement of Bottle filling and
packaging line
E.5 Century Eslon Limited Operations Review, Goals/Objectives setting
E.6 AVM Television Limited Operations Review
E.7 Electrical Industries Limited Operations Review, Productivity Training
E.8 Beximco Textiles Limited, Dhaka, Strategic Change management Consultant,
Bangladesh. (2003-2004) Improvements in Productivity, Quality and Cycle
time
E.1 Caroni (1975) Limited Strategic Business and Operations Review

11


Section 5: Brief resumes of core consulting team
GANGADHAR JOSHI

Gangadhar Joshi is Mechanical Engineer with Masters in Industrial Engineering.
He has extensive private & public sector experience in India & overseas and has been
involved in advising Governments and industry at strategic level,
developing/implementing change Management programmes, institutional strengthening,
Business Re-engineering, Cost Reduction, Manpower Planning, Management
Development and Performance Management. His international experience includes a
variety of industries such as the steel, chemical, agro-industrial, plastics, electrical,
electronics, automobile, machine tools, consumer durable, packaging equipment,
Textile and glass. He has been extensively involved in counselling and advising senior
executives on developing and implementing their business strategy and has developed
& presented workshops to top & senior managers in Strategic Planning, Productivity Management, Quality
Management and Executive Performance Management. Typical of his assignment experiences are:
• Director of a reputed B-School with successful placement of its first two batches of MBA
students.
• Designing and successfully Implementing Change Management initiatives in organizations
involving diverse technologies and business processes with a view to achieve higher
profitability and growth.
• Team Leader of PricewaterhouseCoopers consulting teams for Orissa Power sector
Reform (1997-2001) funded by DFID and Utility Pricing Team for ADB funded Madhya
Pradesh Local Self Government strengthening project (1998-99).
• Designed, Developed and delivered various Management Development seminars and
workshops
• Improved Productivity and Quality of various manufacturing industries in India & overseas.
• Implemented Performance Management System for a number of business establishments
including the multinational companies in India as an associate of Om Kaul Associates Pvt.
Ltd., Mumbai.
• Project management of various new and expansion projects for automobile components and
computer media manufacturing.
• Assisted leading manufacturing industries to prepare their Strategic Plan and establishment
of the company's Strategic and Functional Objectives.

AREAS OF SPECIALIZATION
• Strategic Change Management
• Productivity & Total Quality Management
• Management & Organisation Development
• Institutional Strengthening and Reforms

12


PROFESSIONAL EXPERIENCES
2008 – 2009 Chief Executive Officer – KR Sapkal College of Management Studies a new B-
School affiliated to University of Pune (India) offering MBA program.
2005 – 2008 Director – Symbiosis Institute of Operations Management (SIOM) a new B-School
in India offering full time residential 2 years Post-Graduate Programs (MBA) in
Operations Management, Management Development Programs and Management
Consulting Services to the corporate world.
2003 – 2004 Chief Operating Officer (COO) - Garments Manufacturing Operations of an
Integrated Textile Complex in Dhaka, Bangladesh. Key responsibilities included
managing total manufacturing operations of its four garment factories with over
7000 employees and around 50 subcontract factories. Key result areas included
profitability, productivity, quality and on-time-deliveries.
1983 – 1989 & President - Integrated Management Services (Freelance Management Consultant &
1993 – 2004 Trainer) with focus on Total Quality, Productivity and Change Management.
1991 – 1993 Team Leader - PricewaterhouseCoopers, Trinidad & Tobago, West Indies for
consulting services to manufacturing sector (Productivity & Quality Management).
1989 – 1991 Manager (Industrial Engineering) - Integrated Steel Complex in Trinidad &
Tobago, West Indies; responsibility was to manage Productivity Improvements and
operational cost reduction.
1988 – 1989 Professor - National Institute for Training in Industrial Engineering (NITIE), India
for Postgraduate & Executive Development Programs and providing consultancy
services to Industrial, Government & Business establishments.
1971 – 1973 & Associated with various manufacturing industries in and around Mumbai, India, in
1975 – 1983 the field of Industrial Engineering and Project Management.

EDUCATION

1973 – 1975 Masters in Industrial Engineering (M.TECH), NITIE, Mumbai
1972 – 1973 Post-Graduate Diploma in Systems Management, University of Bombay
1967 – 1971 Bachelors Degree in Mechanical Engineering, University of Bombay

SPECIALIZED TRAINING
• Strategic Business Planning • ISO 9000 Certification
• Total Quality Management • Training for the Trainers
• Activity Based Costing • Change Management Leadership

PROFESSIONAL & BUSINESS AFFILIATIONS
• Member – Indian Institute of Industrial Engineering, India.
• Member – Institute of Management Consultants, India
• Member – Indian Institute of Plant Engineers, India.
• Member – National Institute of Personnel Management, India
• Member – Indian society for Traning & development, India
• Member – Higher Education Forum, India

13


KAILAS JOSHI

Kailas is MBA - Corporate Finance & Strategy and Masters of Science in Industrial
Engineering which is a unique multi-disciplinary competency appropriate for a
consulting career. He has 5+ years of proven experience in applying strategic perspective
to process improvements including establishing a road map for sustainable profitability
and growth. and evolving appropriate continuous improvement initiatives including Lean
and Six Sigma. He has received various awards/recognitions for achievements and
contributions made to employer companies. In addition to his contribution to
productivity improvement, quality management, cost reduction and lean implementation,
he has lead change management programs involving technology, systems and people and developed &
presented workshops to management teams in lean and kaizen implementation.

PROFESSIONAL EXPERIENCE AND CONTRIBUTION
Briggs & Stratton Corporation Munnsville, NY
Manager, Manufacturing Engineering & Quality August 2006 – August 2007
• Managed two direct and three indirect associates.
• Led the manufacturing engineering and quality department with responsibilities in quality, productivity,
on-time deliveries, development of production and information systems along with research and
acquisition of advanced manufacturing equipment ($2.5 million over 5 years).
• Negotiated, procured and implemented automated assembly lines, welding robots, LASER sheet-metal
processing equipment leading to significant labor cost reduction and quality enhancement.
• Managed process improvement projects resulting in $300K in annual cost savings.
• Led plant expansion project teams to increase production capacity by 50%
Briggs & Stratton Corporation Munnsville, NY
Industrial & Systems Engineer August 2002 – July 2006
• Developed production system that reduced final product lead time from 15 days to 7 days.
• Re-engineered the manufacturing facility from large-batch single-product production system to small-
batch multi-product production system.
• Led the manufacturing team and advised the management team as a subject matter expert during the
implementation of SAP as a business system.
• Developed a paper-less Engineering Change Management system using VB .NET to archive engineering
and design changes.
• Key player in a plant expansion team to increase production capacity by 100%.
• Led several Kaizen events involving 5S, process improvements and material flow improvements.
Tata Capital Limited Mumbai, India
Summer Associate, Merchant Banking June 2008 – August 2008
• Identified industry drivers and needs for capital in to offer appropriate services to potential clients.
• Developed industry player profiles to identify key drivers, financial framework and future potential for
each player.
• Performed basic industry background research to supplement IPO pitch in the Neutraceutical industry.

Procter & Gamble Hunt Valley, MD
Lean Manufacturing/Industrial Engineering Intern October 2001 – December 2001
• Simulated and developed Lean Process Flow strategies for lipstick and mascara packaging systems.

TECT (formerly TEC Textron) Euclid, OH
Lean Manufacturing/Industrial Engineering Intern June 2001 – September 2001

14


• Designed a lean facility layout for a process-based forging shop. The results were highly praised by
management.

PDQ Industries Columbus, OH
Lean Manufacturing/Industrial Engineering Intern June 2000 – September 2000
• Designed a lean facility layout for a spring manufacturing shop.
• Developed an order tracking system using MS Access.

Funk Finecast Columbus, OH
Part-Time Associate Mar 2001 – Jun 2001 & Apr 2002 – Jun 2002
• Analyzed process flows and recommended process changes for an investment casting shop.
• Analyzed order tracking databases and developed reports.

EDUCATION
The Ohio State University, Fisher College of Business Columbus, OH
Master of Business Administration: Finance and Strategy June 2009
• Awards: Fisher Case Competition – Best Case Award, January 2008
• Member: MBA Finance Association, Fisher Investors Club, Indian MBA Association
• Recognition for contribution to International Connections Mentorship program
The Ohio State University, Fisher College of Business Columbus, OH
Master of Science: Industrial & Systems Engineering June 2002
• Awards: Program Manager’s Award from Forging Defense Manufacturing Consortium (FDMC) for work
conducted at TECT (formerly TEC Textron)
• Member: Indian Student Association managing committee
University of Pune, Vishwakarma Institute of Technology Pune, India
Bachelor of Engineering: Industrial Engineering June 1999
• Awards: Best case presentation award at the 40th National Convention of Indian Institution of Industrial
Engineering – First ever to Undergraduate students
• Team leader: Quality Circle Forum of India, VIT chapter 1998-99

ADDITIONAL INFORMATION

• Delivered a 2-day workshop for executives on “Becoming a LeanSMART Company” (Mar 2010)
• Participated in a 3-day workshop on “World Class Management Consulting practice” in India
• Knowledge of Six-Sigma and other advanced business performance improvement methodologies
• Fluency in English, Hindi, Marathi; Beginner in Spanish and German
• Proficient in MS Word, Access, Excel, PowerPoint, Visio, VBA, Power User in SAP

15

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